FEMA Think Tank

Editor’s note: this topic will close on Wednesday, August 27. Thank you to everyone who participated.

FEMA wants to hear your ideas and suggestions on how to improve the emergency management system at all levels. We recognize that the best solutions to the challenges we all face are generated by the people and the communities who are closest to these challenges. That is why we are asking for input on a variety of emergency management issues, such as how as we prepare for, respond to, recover from, or mitigate against all types of disasters.

Submit your own ideas, comment on others, or participate in conversations that will help to generate creative ideas.

Voting

In rural areas, served by volunteer fire departments, initial response time is important. Consider a test program that places 200-300 gallon water trailers in micro stations outside of a 5 mile radius from a vol fire department. Maybe a farmer would allow a small structure to be placed on his property that would house such an apparatus. A trailer that had a monitor/ or 1 inch booster line, and water could slow the spread
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Submitted by Community Memberin Jul 2014

Voting

I was out in the middle of the desert this weekend and thought of an idea for Search and Rescue in remote areas without cell service.
A small mobile cell phone site emulator that could be used in a helicopter, plane or drone flown over a search area. It doesn't need to connect to be cell phone network. It just needs to emulate a cell site for the person or people that they're trying to locate. If the lost party connects
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Voting

Local communities and individual residents in general lack the skills, education and know-how to properly prepare themselves for emergencies and disasters. This can be attributed to many factors but the following three major factors will be discussed here. First, people in general have failed to be prepared for emergencies and disasters because they have not been made aware of the dangers and hazards that may affect their
...more »

Voting

As an elected official and a firefighter, I find it troubling that there is not a uniform standard for police and fire identification (ID cards). In times of disaster a police officer or firefighter can provide much needed assistance, but without a uniform standard for ID cards you could get anyone from a professional with technical rescue training to a wannabe that made his own id card. As some one in the field I would
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Voting

One of the greatest challenges in expeditiously processing IHP grants for survivors is the wait time for them to send in documents that are then scanned and then attached to their file before further processing.
Equip and train the various field staff (DSA, FEMA CORP, DRC Staff, State Staff) with the ability to scan a file or necessary documents directly into a survivor's application (NEMIS Registration) that will then
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Voting

Many people submit ideas but there is no way of knowing if someone in authority is reading or following up. I would like to suggest that if an idea receives upward of 25 agrees then upper management give some feedback. This would encourage people to suggest ideas knowing that this site is worth more then just a chance to ventilate.

Submitted by Community Memberin Jan 2014

Voting

Reservists are considered a vital component of the resources available for FEMA disaster deployment. Many reservists actively obtain work while not deployed to a disaster. Once a disaster is declared and the deployment process initiates, those reservists have to give up that job as the company generally has nothing in its policies on how to hold federal civilian employee positions as they are not military reservists.
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Submitted by Community Memberin Dec 2013

Voting

Out of all the input here on so many areas of management, etc. I am curious on any conclusive resolutions that members have given. I see the tabs of "In Review" "In Progress" and/or "Complete." All of which state 0. My idea is that FEMA not take their time and push through the red tape to either decide on these issues or pass. We could be posting forever on the "what ifs" and never know results. My idea is establish
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Voting

A new customizable weather alert app that will show a live map of your location relative to the approaching storm and provide options to locate friends, family members and pets with GPS technology (imbedded in collars for pets and bracelets for children). It will indicate how much time you have to reach a safe location or what precautions to take if you are not near a safe area. It will also provide a list of suggested
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Voting

After reading about how IT people will create more than one wall of protection to increase data security from cyber attack. They should do the same around buildings (schools, churches, malls, airports) as well. There could be one (figurative) wall completely at the outside of these buildings (i.e. parking lots.) They would build mini indoor "checkpoints" staffed with service dogs. These checkpoints would be "layer 1"
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Campaign Funnel

Mitigation Investment for the Nation

The Mitigation Framework Leadership Group is seeking input on topics related to the National Mitigation Investment Strategy. The goal of the strategy is to identify data, information, ideas, and experience to help guide national investments in disaster resilience and hazard mitigation.

Major disasters like Hurricane Sandy, EF-5 tornadoes in Oklahoma and extreme weather events in Colorado persistently test our Nation’s capacity to adapt and recover. Federal, state, local, tribal, territorial, non-profit, and private sector organizations have accepted the challenge to make communities and critical infrastructure less susceptible to these hazards.

However, each organization has different approaches, funding sources, mandates, and requirements for investing in efforts to mitigate disaster risk. This has created a complicated mix of priorities and pathways for communities to navigate if they want to incorporate mitigation and long-term disaster resilience into planning, building and rebuilding.

A National Mitigation Investment Strategy accomplishes two goals:

Increases the effectiveness of investments in reducing disaster losses and increases community resilience

Engages stakeholders across the nation in identifying and implementing strategies that can help guide resource allocation decisions by the federal government, as well as, state, local, tribal and territorial entities.

Please feel free to comment on or discuss this topic or any of these topics. If you prefer to e-mail your response directly, e-mail it to fema-nmis@fema.dhs.gov (The e-mail address is case sensitive, so please use all lower case). For more information and opportunities to provide input, please visit our website at www.fema.gov/national-mitigation-framework.

We look forward to hearing from you.

Resilient Built Environment

Examples of how you, your business, professional organization or community planned or invested to mitigate natural hazard risks, either in anticipation or because of a disaster. Mitigation measures could include building or infrastructure design improvements.

Examples of factors (events, people, experiences) that influenced you as a person, business, professional organization or community in deciding to make investments in becoming more resilient to disasters.

Examples of financial, technical or other assistance, or incentives, that were available to help support decision making and financing, and from whom (federal, state, local, private, or other).

Examples of types assistance you may have sought, but the assistance was not available with respect to necessary timing, coordination, or other constraints

Examples from non-federal governmental organizations that have invested their own resources in a disaster resilience measure or program.

Describe any incentives that may encourage non-federal government investment.

Increased Private Sector Involvement in Resilience Finance

Examples of private sector organizations that helped with individual or community resilience implementation.

Examples of any innovations or new ideas generated by the private sector used to implement a resiliency measure for a community or individual.

Examples of any challenges or barriers for the private sector to implement a resiliency measure for a community or individual.

Share your thoughts on how the government can more effectively engage private businesses and citizens in sharing responsibility for disaster risk reduction, including activities and investments to mitigate risk and build resilience.

Improved Provision of Federal Data and Digital Services to Support Risk-informed Mitigation Investment

Examples of how you use technical data from Federal agencies when considering your disaster risks and implementing resiliency measures where the information was helpful and useful

2017 Hurricane Season After Action Review

As the Continuous Improvement Program (CIP) develops the FEMA Agency-wide 2017 Hurricane Season After-Action Review, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The CIP is conducting interviews, focus groups, and hotwashes with staff activated and deployed during the 2017 Hurricane Season, including the National Response Coordination Center, Regional Response Coordination Centers, Joint Field Offices, and division and branch offices. Continuous Improvement Coordinators (CICs) embedded across these operations have also collected data by observing and supporting missions executed by program areas. CIP is seeking additional feedback and engagement from employees at all levels and stakeholders about continued response and recovery efforts for Hurricanes Harvey, Irma, and Maria. The information collected during this IdeaScale campaign will feed into the larger continuous improvement effort at FEMA.

As the Continuous Improvement Program (CIP) develops the FEMA Agency-wide 2017 Hurricane Season After-Action Review, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The CIP is conducting interviews, focus groups, and hotwashes with staff activated and deployed during the 2017 Hurricane Season, including the National Response Coordination Center, Regional Response Coordination Centers, Joint Field Offices, and division and branch offices. Continuous Improvement Coordinators (CICs) embedded across these operations have also collected data by observing and supporting missions executed by program areas. CIP is seeking additional feedback and engagement from employees at all levels and stakeholders about continued response and recovery efforts for Hurricanes Harvey, Irma, and Maria. The information collected during this IdeaScale campaign will feed into the larger continuous improvement effort at FEMA.

As the Continuous Improvement Program (CIP) develops the FEMA Agency-wide 2017 Hurricane Season After-Action Review, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The CIP is conducting interviews, focus groups, and hotwashes with staff activated and deployed during the 2017 Hurricane Season, including the National Response Coordination Center, Regional Response Coordination Centers, Joint Field Offices, and division and branch offices. Continuous Improvement Coordinators (CICs) embedded across these operations have also collected data by observing and supporting missions executed by program areas. CIP is seeking additional feedback and engagement from employees at all levels and stakeholders about continued response and recovery efforts for Hurricanes Harvey, Irma, and Maria. The information collected during this IdeaScale campaign will feed into the larger continuous improvement effort at FEMA.

Streamlining Sheltering and Housing

Discuss best practices for and ways FEMA can improve the identification and sequencing of sheltering and housing solutions.

Discuss best practices for and ways FEMA can improve managing housing operations.

Examples of any best practices or lessons learned on survivor migration during the 2017 Hurricane Season.

As the Continuous Improvement Program (CIP) develops the FEMA Agency-wide 2017 Hurricane Season After-Action Review, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The CIP is conducting interviews, focus groups, and hotwashes with staff activated and deployed during the 2017 Hurricane Season, including the National Response Coordination Center, Regional Response Coordination Centers, Joint Field Offices, and division and branch offices. Continuous Improvement Coordinators (CICs) embedded across these operations have also collected data by observing and supporting missions executed by program areas. CIP is seeking additional feedback and engagement from employees at all levels and stakeholders about continued response and recovery efforts for Hurricanes Harvey, Irma, and Maria. The information collected during this IdeaScale campaign will feed into the larger continuous improvement effort at FEMA.

Responding to Long-Term Infrastructure Outages

Provide examples of ways responders adapted response and recovery operations due to a lack of power and communication, during the 2017 Hurricane Season.

As the Continuous Improvement Program (CIP) develops the FEMA Agency-wide 2017 Hurricane Season After-Action Review, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The CIP is conducting interviews, focus groups, and hotwashes with staff activated and deployed during the 2017 Hurricane Season, including the National Response Coordination Center, Regional Response Coordination Centers, Joint Field Offices, and division and branch offices. Continuous Improvement Coordinators (CICs) embedded across these operations have also collected data by observing and supporting missions executed by program areas. CIP is seeking additional feedback and engagement from employees at all levels and stakeholders about continued response and recovery efforts for Hurricanes Harvey, Irma, and Maria. The information collected during this IdeaScale campaign will feed into the larger continuous improvement effort at FEMA.

Other

Provide examples of innovations or best practices from the 2017 Hurricane Season which should be implemented in future disasters.

Discuss ways FEMA could improve its disaster response and recovery processes to make them more effective, efficient, and accountable for employees, partners, and survivors.

3

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2018-2022 FEMA Strategic Planning

As the Federal Emergency Management Agency (FEMA) develops our 2018-2022 Strategic Plan, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The Agency is seeking feedback and engagement from our partners and stakeholders here. This is our first step in a new cycle of listening to employees at all levels, and stakeholders from state, local, tribal, and territorial governments, non-governmental organizations, and the private sector about how we could do things better.

As the Federal Emergency Management Agency (FEMA) develops our 2018-2022 Strategic Plan, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The Agency is seeking feedback and engagement from our partners and stakeholders here. This is our first step in a new cycle of listening to employees at all levels, and stakeholders from state, local, tribal, and territorial governments, non-governmental organizations, and the private sector about how we could do things better.

Please feel free to comment on or discuss this topic between now and October 5, 2017.

Topic Area 2

Provide examples of how to incentivize more investment in preparedness and mitigation prior to a disaster.

Discuss the factors that should be included in calculating risk for awarding grants.

Provide examples of grants that are best suited for effectively reducing risk.

Provide examples of how the Nation, including but not limited to FEMA, can better train and credential a surge disaster workforce ahead of major disasters.

Discuss new ways to think about a true culture of preparedness.

Discuss opportunities to identify cost savings and reduce the complexity of mitigation and/or preparedness to build a more resilient nation

As the Federal Emergency Management Agency (FEMA) develops our 2018-2022 Strategic Plan, we need the input and diverse perspectives of the entire FEMA team, the stakeholders we serve, and the partners we work with every day. We need your help to inform our future vision, direction, strategic goals, and operational objectives.

The Agency is seeking feedback and engagement from our partners and stakeholders here. This is our first step in a new cycle of listening to employees at all levels, and stakeholders from state, local, tribal, and territorial governments, non-governmental organizations, and the private sector about how we could do things better.

Please feel free to comment on or discuss this topic between now and October 5, 2017.

Topic Area 3

Discuss possible ways FEMA could improve its business processes to make them more effective, efficient, and accountable for employees, partners, and survivors.

Presidential Policy Directive 8

The National Planning Frameworks set the strategy and doctrine for building, sustaining, and delivering the core capabilities identified in the National Preparedness Goal. They describe the coordinating structures and alignment of key roles and responsibilities for the whole community and are integrated to ensure interoperability across all mission areas.

The Frameworks are reviewed regularly to ensure consistency with new policies, lessons learned, real world events, and the results of the annual National Preparedness Report. FEMA and its partners are coordinating the update effort focusing on discrete, critical content updates to the National Planning Frameworks.

As such, we welcome your thoughts and ideas on the following topics:

Examples of perceived strengths and weaknesses of the current National Planning Frameworks.

Examples of suggested critical updates to the current National Planning Frameworks.

Examples of activities and programs you or your organization conduct related to the five mission areas: Prevention, Protection, Mitigation, Response and Recovery.

Your ideas will help us understand what works best in your community—and how others could learn from your success. Together, we can make the nation more resilient and secure.

This campaign will be open for new ideas, comments and votes beginning on May 11, 2015, and ending on June 3, 2015.

In addition to providing feedback and insights on this site, you can also review and provide comments on the current drafts of the National Planning Frameworks by visiting the FEMA website. The draft document and a comment form are available online . Comments on the draft versions of the National Planning Frameworks will be accepted until June 3, 2015.

Visit the FEMA website for access to the full drafts of the National Planning Frameworks.

The National Preparedness Goal (First Edition), released in September 2011, sets the vision for preparedness nationwide and identifies the core capabilities necessary to achieve that vision across the five mission areas: Prevention, Protection, Mitigation, Response, and Recovery.

The Goal is: “A secure and resilient nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and hazards that pose the greatest risk.”

These risks include events such as natural disasters, disease pandemics, chemical spills and other manmade hazards, terrorist attacks and cyber attacks. In addition to stating the goal, the document describes the core capabilities that address the greatest risks to the nation.

The Goal is reviewed regularly to ensure consistency with new policies, lessons learned, real world events, and the results of the annual National Preparedness Report. FEMA and its partners are coordinating the refresh effort focusing on discrete, critical content updates the National Preparedness Goal.

As such, we welcome your thoughts and ideas on the following topics:

Examples of perceived strengths and weaknesses of the current National Preparedness Goal.

Examples of suggested critical updates to the current National Preparedness Goal and core capabilities.

Examples of activities and programs you or your organization conduct related to the core capabilities and the associated preliminary targets.

Your ideas will help us understand what works best in your community—and how others could learn from your success. Together, we can make the nation more resilient and secure.

This campaign will be open for new ideas, comments and votes until April 16th

In addition to providing feedback and insights, please consider reviewing and providing comments on the current draft of the National Preparedness Goal. The draft document and a comment form are available online and comments on the draft version of the National Preparedness Goal will be accepted until April 16th.

In the coming months, the National Planning Frameworks and Federal Interagency Operational Plans will also be refreshed to reflect the changes to the National Preparedness Goal.

“Everyone can contribute to safeguarding the nation from harm.” This sentiment, expressed by President Obama, is the foundation of Presidential Policy Directive 8 (PPD-8). PPD-8, signed by President Obama in March 2011, calls on all levels of government, the private and nonprofit sectors, and individual citizens to play a more active and well-defined role in strengthening the nation’s security and resiliency. PPD-8 sets a vision for an America that is prepared for our greatest risks, such as terrorist attacks, natural disasters, or pandemics. The directive calls for a number of actions to be taken in the near term to improve our security and resilience.

With help from across the whole community, FEMA and its partners have created a National Preparedness Goal, which sets the vision for building a more resilient and secure nation, and a National Preparedness System, which identifies the programs, processes and tools for achieving that vision.You also helped inform the contents of the first annual National Preparedness Report. The Report documents the significant progress the nation has made in the areas of prevention, protection, mitigation, response and recovery.

FEMA and its partners are now focusing on the next set of activities. This forum provides an opportunity to provide input into the development of these activities over the coming months. Your ideas and votes help us understand what works in the real world — in your community, school, or business. Together, we can make the nation more resilient and secure.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

We're moving along with the development of the National Mitigation Framework and we recently drafted the framework’s guiding principles. These principles capture basic mitigation values, and will help shape framework development and implementation.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

Although this open comment period is closed, we continue to seek input as we build from the input provided for the first milestone of Presidential Policy Directive 8 (PPD-8) - the National Preparedness Goal. The ideas that we received so far were critical in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones. The first edition of the National Preparedness Goal is available for download at www.fema.gov/ppd8.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

The National Planning Frameworks for Prevention, Protection, Mitigation, and Response are available for review and comment here:www.fema.gov/ppd8. The frameworks are a deliverable called for in Presidential Policy Directive 8 (PPD-8) and set the foundation for the implementation of the mission areas. As part of this effort, the frameworks lay out key roles and responsibilities among all partners, including local, state, tribal, territorial and federal governments, the private sector, voluntary, faith-based and community organizations, and the public. The National Disaster Recovery Framework was released in September and can be found in this PDF

FEMA and its partners want to discuss the Protection Framework with you. When we talk about “protection,” we are referring to the things we do every day to safeguard ourselves against acts of terrorism, and man made and natural disasters. This includes protecting our citizens, residents and visitors, as well as buildings, bridges, power and information systems, food supply, and other critical assets, systems and networks. The goal is to protect our nation against the greatest risks so that our interests, aspirations and way of life can thrive. Everyone in the community plays a role. For more information, visit www.fema.gov/ppd8.

We welcome your thoughts and ideas on each of the following topics:

Examples of how you protect your family, business, infrastructure, and community.

The roles that individuals, businesses, community organizations, infrastructure owners and operators, and others play related to protection.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

The National Planning Frameworks for Prevention, Protection, Mitigation, and Response are available for review and comment here:www.fema.gov/ppd8. The frameworks are a deliverable called for in Presidential Policy Directive 8 (PPD-8) and set the foundation for the implementation of the mission areas. As part of this effort, the frameworks lay out key roles and responsibilities among all partners, including local, state, tribal, territorial and federal governments, the private sector, voluntary, faith-based and community organizations, and the public. The National Disaster Recovery Framework was released in September and can be found in this PDF

The Department of Homeland Security, the Department of Justice, and the Office of the Director of National Intelligence and their partners specifically want to discuss the Prevention Framework with you. When we talk about “prevention,” we are referring to things we can do to avoid, prevent or stop a threatened or actual act of terrorism. It focuses on making sure we are fully prepared to prevent an imminent attack within the United States and to facilitate follow-on law enforcement and prevention activities in the event an act of terrorism is committed in the homeland. As with all national preparedness activities, “prevention” is not the sole responsibility of law enforcement officers. Everyone in the community plays a role. For more information, visit www.fema.gov/ppd8.

We welcome your thoughts and ideas on each of the following topics:

Examples of ways you have helped or could help prevent an act of terrorism from taking place in the homeland.

The roles that individuals, businesses, community organizations and others play related to preventing acts of terrorism.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

The National Planning Frameworks for Prevention, Protection, Mitigation, and Response are available for review and comment here:www.fema.gov/ppd8. The frameworks are a deliverable called for in Presidential Policy Directive 8 (PPD-8) and set the foundation for the implementation of the mission areas. As part of this effort, the frameworks lay out key roles and responsibilities among all partners, including local, state, tribal, territorial and federal governments, the private sector, voluntary, faith-based and community organizations, and the public. The National Disaster Recovery Framework was released in September and can be found in this PDF

FEMA and its partners want to discuss the Response Framework with you. When we talk about “response,” we are referring to the things we can do to save lives, protect property and the environment and meet basic human needs (food, water, shelter) after an emergency or disaster occurs. This includes making sure that we can respond to any emergency or disaster, quickly restore a safe and secure environment and re-establish services such as telephone, electricity and water. Everyone in the community plays a role. For more information, visit www.fema.gov/ppd8.

We welcome your thoughts and ideas on each of the following topics:

Examples of how you have responded to a disaster/emergency.

Examples of how you have prepared before a disaster and how it helped you bounce back afterward.

Examples of having a plan in place and the supplies you’d need until help arrived.

The roles that individuals, businesses, community organizations and others play related to response.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Frameworks for Prevention, Protection, Mitigation, and Response. The frameworks are a deliverable of Presidential Policy Directive 8 (PPD-8) and set the foundation for the implementation of the mission areas. As part of this, the frameworks lay out key roles and responsibilities among all our partners, including local, state, tribal, territorial and federal governments, the private sector, voluntary, faith-based and community organizations, and the public. FEMA and its partners specifically want to discuss the Mitigation Framework here with you. Mitigation reduces the loss of life and property by lessening the impact of future disasters. An example of Mitigation is building a shelter in a tornado prone area. For more information, visit www.fema.gov/ppd8.

We welcome your thoughts and ideas on each of the following topics:

People who play leadership roles in reducing the impact of a natural or man-made disaster in your community.

Examples of activities that communities are doing to lessen the impact of a potential major disaster.

Examples of activities and partnerships a community would use in 2020 if it were successful in reducing the impact of major disasters.

Examples of activities it would take to successfully mitigate from all disasters and threats.

Please feel free to comment on or discuss any or all of these topics. If possible, provide separate entries for your comments based on which topic you are responding to help encourage and clarify discussions on each topic. We look forward to hearing from you!

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving
the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Examples of how you, your business, professional organization, or community as a whole collaborates with local law enforcement officials and federal authorities to prevent terrorist attacks or other violent criminal acts.

Successful examples of how whole community partners — including non-governmental organizations, volunteers, citizens and the private sector — contribute to recovery efforts after a disaster, including rebuilding the local infrastructure, economy and housing.

Please feel free to comment on, or discuss any or all of these topics between now and January 20, 2012. We look forward to hearing from you.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Please feel free to comment on or discuss this topic or any of these topics between now and January 20, 2012. We look forward to hearing from you.

Recovering from Disasters Over the Long-Term

Successful examples of how whole community partners — including non-governmental organizations, volunteers, citizens and the private sector — contribute to recovery efforts after a disaster, including rebuilding the local infrastructure, economy and housing.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Please feel free to comment on or discuss this topic or any of these topics between now and January 20, 2012. We look forward to hearing from you.

Partnering in Disaster Response

Ways local/tribal government and private sector stakeholders interact in your community to support emergency response in disasters.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Please feel free to comment on or discuss this topic or any of these topics between now and January 20, 2012. We look forward to hearing from you.

Mitigating Risks in Communities

Best practices as to how your community or professional organization assesses the risks of potential disasters.

Ways local/tribal communities or professional organizations can interact with government officials to reduce the impact of disasters.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Please feel free to comment on or discuss this topic or any of these topics between now and January 20, 2012. We look forward to hearing from you.

Protecting Communities from Potential Threats

Examples of partnerships or programs within your community that help identify potential threats and raise awareness about community member roles in that process.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Please feel free to comment on or discuss this topic or any of these topics between now and January 20, 2012. We look forward to hearing from you.

Collaborating to Prevent Incidents

Examples of how you, your business, professional organization, or community as a whole collaborates with local law enforcement officials and federal authorities to prevent terrorist attacks or other violent criminal acts.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

FEMA and its partners are working on the National Preparedness Report, which tracks the progress toward achieving the National Preparedness Goal and will help inform the President’s budget for preparedness efforts.

Please feel free to comment on or discuss this topic or any of these topics between now and January 20, 2012. We look forward to hearing from you.

Sharing General Views on Preparedness

Successful approaches that your community or organization has used to assess preparedness.

Successful ways that you have seen whole community partners — including non-governmental organizations, volunteers, citizens and the private sector — contribute to preparedness.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

The working drafts of the National Planning Frameworks are available for review and feedback here:www.fema.gov/ppd8. The Frameworks are part of Presidential Policy Directive 8 (PPD-8), which sets the vision for national preparedness. Together, the five Frameworks will outline the whole community’s roles, responsibilities and key actions to keep our nation safe and resilient. Each Framework is supported by its guiding principles, which capture basic mission-area values, and will help shape framework development and implementation. This month, the focus is on revising the National Response Framework, and developing the Prevention, Protection and Mitigation Frameworks. The National Disaster Recovery Framework was released in September.

As you read the Frameworks, please pay close attention to the core capabilities, roles and responsibilities, and coordinating structures identified in the working drafts.

We welcome your thoughts and ideas on any or all of the following:

Examples of things you do related to the core capabilities.

Examples of partnerships that could improve these activities.

Examples of ways to integrate core capabilities across the mission areas.

The core capabilities are listed below by mission area for your convenience:

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8. We appreciate your involvement.

Background:

FEMA needs your help as it develops planning guidance to help all partners work together on disaster recovery efforts. This document will support stakeholders as they implement the National Disaster Recovery Framework. The guide will identify structures and processes for states, tribes and communities to organize for recovery, and will include information on conducting needs assessments, recovery planning, multi-stakeholder coordination, and partnership development. It will cover both intermediate and long-term recovery.

How you can help:

FEMA and its partners want to discuss recovery state and local guidance here with you. We welcome your thoughts and ideas on the following topics:

Information, guidance and tools that would help you and your community prepare for recovery.

Ways in which individuals, businesses, community organizations, and local and state governments work together on recovery planning.

Challenges that are involved in preparing for recovery and implementing recovery plans.

Our nation’s resilience depends on you and your neighbors preparing for potential hazards in your communities. We want to increase outreach efforts and encourage everyone to take actionable steps to be prepared.

We’ve extended the conversation period and your posts on the topics listed below will help us begin to develop a national campaign encouraging people to take actions in their everyday lives to prepare for disasters. This effort is a major part of Presidential Policy Directive 8 / PPD-8: National Preparedness – and it is one of the most visible ways the whole community will be involved in keeping our nation safe and resilient.

Click the links below to access the topic’s page, where you can post your ideas, and read and comment on others’ ideas. We look forward to hearing from you now and as more topics are posted.

The most visible messaging encourages the public to take 3 steps: (1) to be informed about hazards in their region, (2) to make an emergency plan and (3) to have a disaster supply kit. However, research has shown that many individuals and families have not taken these basic steps. We’d like to hear your thoughts on whether you think the 3 steps are an effective way to talk about preparedness, what is missing from preparedness communications, and if you have a different way of talking about preparedness with your friends and family.

People have many views on how and when to prepare for disasters. Some people get ready even when there is not a specific disaster on the horizon. Others may take a “just in time” approach, by preparing after they hear that a specific hazard, such as a hurricane, is about to strike. Meanwhile, others may not take any actions outside of their normal routine, but they know what to do in the moment a disaster strikes (like “Drop, Cover and Hold On” for earthquakes) to stay safe.

Tell us your thoughts and realistic expectations about when individuals, families and communities will prepare and how much they will do to prepare.

Across the nation, many people promote preparedness. You are involved in that effort whether you run a campaign or tell your friends and family how to prepare. Tell us your thoughts about those you believe make great preparedness ambassadors, how we can do a better job of enlisting them to share the message, what tools are most important to help spread the word, and what you do to share the message of preparedness.

Telling people how to prepare isn’t always enough to motivate them to take action. Sometimes we need to help them understand why it’s important to prepare. This can be done, for example, by talking about their families’ risks, sharing the benefits of being prepared, or by engaging with survivors to tell their stories. Let us know if any of these examples resonate with you or if you have other ideas. Tell us what you think are the best ways to motivate you and your neighbors to prepare for disasters.

The ideas we received so far were helpful in shaping the document and will also be considered as we continue to forge ahead in meeting the remaining milestones under PPD-8. To learn more about the status of PPD-8 efforts, visit www.fema.gov/ppd8.

FEMA and its Federal partners are interested to hear your thoughts as they develop the Federal Interagency Operational Plans (FIOPs).

These plans will describe Federal operations (including roles, responsibilities, activities and coordination) related to national preparedness and the core capabilities we need to achieve the National Preparedness Goal. There will be one FIOP for each preparedness mission area: Prevention, Protection, Mitigation, Response and Recovery.

Though the FIOPs are Federal government plans, many of the resources related to preparedness activities come from the whole community, such as families and individuals (including those with access and functional needs), businesses, nonprofit organizations, faith-based and community groups, academia, and government jurisdictions at the state, local, tribal and territorial levels.

Strengthening national preparedness relies on involvement from the whole community. As such, FEMA and its partners want to hear your thoughts and ideas related to the FIOPs. Please post your thoughts and ideas regarding the development of the FIOPs, and tell us how you think Federal agencies complement what you are doing in your community/jurisdiction related to operational planning. Conversely, we’d like to hear your thoughts on how your planning may complement Federal plans.

This collaboration topic will be open for participation through the month of July.

The Federal Interagency Operational Plans (FIOPs), one for each preparedness mission area, describe how the Federal government aligns resources and delivers core capabilities. Each Federal Interagency Operational Plans outlines the concept of operations for integrating and synchronizing existing national-level Federal capabilities to support local, state, tribal, territorial, insular area, and Federal plans. The Federal Interagency Operational Plans are also designed to provide state, local, tribal, territorial, and insular area planners an understanding of how the Federal Government will function in its response, so that they may develop or modify plans to bolster an integrated and whole community effort to make the collective response stronger and more effective.

The Federal Interagency Operational Plans are reviewed regularly to ensure consistency with new policies, lessons learned, real world events, and the results of the annual National Preparedness Report. FEMA and its Federal partners are coordinating the update effort focusing on discrete, critical content updates to the Federal Interagency Operational Plans.

As such, we welcome your thoughts and ideas on any or all of the following topics:

Examples of perceived strengths and weaknesses of the current Federal Interagency Operational Plans.

Examples of suggested critical updates to the current Federal Interagency Operational Plans.

Examples of activities and programs you or your organization conduct related to four mission areas: Protection, Mitigation, Response and Recovery.

Your ideas will help us understand what works best in your community—and how others could learn from your success. Together, we can make the nation more resilient and secure.

This campaign will be open for new ideas and comments until September 2, 2015.

In addition to providing feedback and insights, please consider reviewing and providing comments on the current drafts of the Federal Interagency Operational Plans. The draft documents and comment forms are available online. Comments on the draft versions of the Federal Interagency Operational Plans will be accepted until September 2, 2015.

Disaster Resilience

FEMA’s new 2014-2018 Strategic Plan provides a road map for FEMA’s emergency management mission delivery over the next 4 years. The Plan calls for a strategy to build a risk and threat exposure baseline model with indicators to measure community-level and national performance in hazard risk reduction (see Strategy 4.1.2). FEMA’s Federal Insurance and Mitigation Administration (FIMA) is leading the development of Priority 4 of the Strategic Plan –Enabling Disaster Risk Reduction Nationally. This priority encapsulates FEMA’s mission with respect to disaster risk reduction, climate change adaptation and community disaster resiliency and sustainability. FEMA is conducting stakeholder engagement as part of the Strategic Plan Priority 4 development process.

This strategy also draws upon the National Academy’s Disaster Resilience: A National Imperative (2012) which outlines the current state of knowledge about resilience to disasters in the United States along with the types of data and tools needed to support decision-making with respect to increasing resilience. “Resilience” is a term used in emergency management to describe the capacity of people, organizations or systems to adapt to changing conditions and withstand and rapidly recover from disruption due to emergencies. FEMA will work with the whole community – which is a critical part of the emergency management team – to identify key, nationally-applicable indicators of physical, economic, environmental and social resilience against disasters and threats, including climate change. FEMA will use these indicators of disaster resilience at a community-level to provide an overall picture of the resilience of the nation in preparing for, responding to, and mitigating against disasters.

Strategy 4.1.2 is broken down into the following topical areas for public comment.

Organizations that have developed or are currently developing resilience indicators or resilience indexing methods and/or tools

Communities’ current level of awareness of – and use of – resilience indicators – to drive community decisions and investments

Please help us shape FEMA’s resilience index project by providing your thoughts, ideas or suggestions for strategic goals and objectives related to each topic listed above that could improve the national approach to community disaster resiliency and climate change adaptation.

Tech Corps

Technology is integral to nearly every aspect of modern life in the United States. FEMA is conducting a pilot project to incorporate voluntary technology resources as part of the disaster response team.

Goals:

Tech Corps will help to develop a national network of skilled, trained technology volunteers who can assist with critical technology gaps during community response and recovery efforts following a federally declared disaster.

On the federal side, the team will include two Tech Corps Liaisons on the national Incident Management Assistance Teams (IMAT). These individuals will be responsible for developing networks of technology volunteers from recognized organizations, and facilitating collaborative solutions to common issues like adopting a common baseline for training and certification.

Working with state, local, tribal, or territorial emergency managers and technology partners in the private sector, the Tech Corps liaisons will help to identify and define critical gaps and then help coordinate and connect volunteer technology resources.

Help us shape the program by providing your feedback on the following topics:

Appropriate roles and responsibilities of volunteer technology teams in response.

Training requirements (For example, there are some basic emergency management training courses that Tech Corps members will be expected to complete. Some of the courses include those listed below.)

FEMA Strategic Priorities

FEMA’s 2014-2018 Strategic Plan will be built around five strategic priorities and two strategic imperatives, described below, to advance the way we do response, recovery, preparedness, protection, and mitigation. As we work through each strategic priority, there will be a public discussion and an opportunity for you to help inform these planning efforts.

On Thursday, December 19, 2013, FEMA conducted a stakeholder webinar to introduce the initial draft of the strategic objectives that will inform the Plan. Visit the FEMA website to view the slide presentation.

We encourage you to join our discussion as we work to identify: integrated strategic objectives, strategies for implementing those strategic objectives, desired outcomes, and performance measures and indicators for the years ahead.

FEMA’s 2014-2018 Strategic Plan development effort will be built around five strategic priorities and two strategic imperatives, as described in the 2015-2019 Administrator’s Intent.

FEMA's Recovery Directorate is leading the development of Priority 1 - Be Survivor Centric in Mission and Program Delivery. Through this strategic priority, FEMA will reorient its activities and improve its programs to lessen the burden placed on disaster survivors, achieve a timely presence on the ground to support survivors, and maximize effect with simplified policies and procedures to assist state, tribal and local officials with their recovery efforts to meet survivor needs. FEMA will work with our partners across the whole community to develop holistic solutions and identify referrals to answer survivor questions quickly.

FEMA is conducting stakeholder engagement as part of the Strategic Plan Priority 1 development process. We welcome your thoughts, ideas or suggestions for each topic that could improve our service to survivors, and simplify policies and procedures for states, tribes, and local government recovery efforts to meet survivor needs.

Topic 1: Describe where FEMA should focus its efforts to be more survivor centric.

FEMA’s 2014-2018 Strategic Plan development effort will be built around five strategic priorities and two strategic imperatives, as described in the 2015-2019 Administrator’s Intent.

FEMA's Region III and Office of Federal Disaster Coordination is leading the development of Priority 2 – Become an Expeditionary Organization. Through this strategic priority, FEMA seeks to increase and improve engagement across the preparedness, response, recovery and mitigation mission areas by being present in the right place, at the right time and with the right people and resources. FEMA will work with our partners across the whole community to align with the needs and expectations of our partners.

FEMA is conducting stakeholder engagement as part of the Strategic Plan Priority 2 development process. We welcome your thoughts, ideas and suggestions.

Topic: Describe where you see opportunities for FEMA to increase and improve engagement across preparedness, response, recovery and mitigation to improve expeditionary capabilities.

FEMA’s 2014-2018 Strategic Plan development effort will be built around five strategic priorities and two strategic imperatives. These challenges are described in the 2015-2019 Administrator’s Intent.

The Federal Insurance and Mitigation Administration (FIMA) is leading the development of Priority 4 –Enabling Disaster Risk Reduction Nationally. This priority encapsulates FEMA’s mission with respect to disaster risk reduction, climate change adaptation and community disaster resiliency and sustainability. FEMA is conducting stakeholder engagement as part of the Strategic Plan Priority 4 development process. The 2015-2019 Administrator’s Intent statement for Priority 4 is broken down into the following topical areas for public comment. We welcome your thoughts, ideas or suggestions for strategic goals and objectives related to each topic that could improve the national approach to community disaster resiliency and climate change adaptation.

FEMA’s 2014-2018 Strategic Plan development effort will be built around five strategic priorities and two strategic imperatives, as described in the 2015-2019 Administrator’s Intent.

Through this strategic priority, FEMA seeks to field a motivated, quality workforce supported by robust and agile business functions that are capable in the face of our greatest challenges. FEMA will build a human capital system that can recruit, hire, train, and retain a quality workforce; leverage technology to drive the Agency forward in its capabilities; and employ information technology systems that support a mobile workforce, enabling critical analysis, electronic record-keeping, and information sharing. Through work place transformation FEMA will enhance the ability of employees to move seamlessly beyond a traditional office environment and into a range of mobile work settings for additional flexibility. The Agency also will continue to exercise enhanced, effective fiscal management and oversight.

FEMA is conducting stakeholder engagement as part of the Strategic Plan Priority 5 development process. We welcome your thoughts, ideas or suggestions on how FEMA will be recognized throughout DHS as an organization prepared to respond successfully to any crisis as a result of:

Its commitment to organizational excellence by a team of motivated and engaged employees;

A foundation of predictable, repeatable, and transparent business practices that are completely integrated across the enterprise;

Well understood decision models for resource allocation and program decisions;

Administrator’s Intent Statement: The growing interconnectedness of our world, technological interdependencies, economic vulnerabilities, and changes in the climate underscore the need for improved and more active management of the risk environment nationally.

Administrator’s Intent Statement: As a Nation we often lack a full understanding of the true risk exposure over time from our decisions, be they land use, development, or engineering in nature – and more importantly, who bears the cost of that exposure.

Share your thoughts on any of the following items:

The extent of our understanding of risk exposure and how to coordinate information to create a complete picture of risk exposure (nationally, locally);

Shortfalls in our communication about and understanding of risk exposure, or ways to approach this communication;

Administrator’s Intent Statement: And where we can act directly, we will leverage our mitigation and insurance programs to maximize opportunities to further reduce the Nation’s current and future exposure to disaster risk.

Scenario 1: Pent Up Private Capital Generating Next Wave of Development: Leading economists believe that improving conditions in the U.S. economy indicate a likely acceleration in U.S. economic growth in 2013 and beyond. Substantial new housing developments and infrastructure investments present a tremendous opportunity to move the country’s built environment toward greater risk resiliency and climate changer readiness. This creates opportunities for developing and enforcing building codes and standards, new land use requirements in coastal areas, green design with hazard mitigation overlap, etc.

Scenario 2: Communities Moving Ahead of FEMA in Planning and Implementing Disaster Resiliency and Climate Change Adaptation: Communities around the country are moving forward with ideas for achieving disaster and climate resiliency. But often when these communities look to FEMA for support, our programs are unable to meet the community’s needs because the community models do not fit with FEMA’s current structure. This presents an opportunity for FEMA and other agencies to become more flexible and allow communities to lead with their own ideas while government provides support and leverage for community innovation.

Scenario 3: A Changing Climate and Failing Infrastructure: Risks posed or exacerbated by a changing climate will likely affect our core emergency management missions in new and complex ways. A recent study conducted by the NFIP found that by 2100, Special Flood Hazard Areas (SFHAs) may increase on average by about 45% in riverine areas. In populated areas of most interest to the NFIP, about 30 percent of this increase may be attributable to increased runoff caused by expansion of impervious areas resulting from population growth and development, while the remaining 70 percent represents the influence of climate change. By 2100, coastal SFHAs may increase anywhere from 0 to 55 percent, depending on the types of shore‐protection measures that may be adopted during the period. A changing climate becomes particularly challenging when considered in combination with other drivers such as increased urban populations, population migrations to high‐risk coastal areas, and aging critical infrastructure. Currently, infrastructure in the United States is nearing the end of its life‐cycle and will require significant investment to prevent a crisis. In particular, transportation, communication, energy, and health care infrastructure are aging and in danger of failing. In addition, the failure of infrastructure due to age—like the collapse of a bridge or a dam bursting—can in itself pose a threat. Opportunities to address these threats include more active planning and modeling across sectors, risk management partnerships, etc.

Scenario 4: The New Environment of Governmental Fiscal Austerity: Fiscal austerity at the Federal, State and local government levels is expected to continue into the foreseeable future. This translates to a reduced availability of grants and other assistance to achieve mitigation and climate change adaptation. At the same time, flood insurance rates are increasing for unmitigated properties and the number and severity of events are causing greater impacts, leading to greater demand for mitigation. As a result, we need to use available assistance more effectively. Potential approaches include supporting lower cost, medium impact mitigation solutions, such as utility elevations vs. entire home elevations, providing insurance rate credits for these types of activities, etc.

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OpenFEMA

The OpenFEMA initiative is FEMA's vision for open government that embraces the tenets of transparency, participation and collaboration to support citizens and first responders by increasing government accountability, innovation, and effectiveness.

The goals of the OpenFEMA initiative are:

Release high-value data sets on an ongoing basis, so it is easier to find and more accessible for the public in times of a disaster;

Build a transparent and interactive connection with members of the public through an online dialogue with external constituencies;

Provide information and data in more useful formats to enable citizens, the private sector and non-government organizations to leverage the data in innovative and value-added ways.

This campaign hopes to generate discussion on a number of topics, including:

National Incident Management System (NIMS) Review and Update

The National Incident Management System (NIMS) is foundational doctrine, providing a blueprint for unified all hazards incident support and management, and is applicable at all levels, including: local, state, territorial, tribal, and federal agencies as well as across the whole community. The NIMS is an integral part of the National Preparedness System that supports a unified national effort to build, sustain and deliver the core capabilities needed to protect, prevent, mitigate, respond to, and recover from disasters; and achieve the National Preparedness Goal of a secure and resilient Nation.

The Homeland Security Act of 2002, Post Katrina Emergency Management Reform Act of 2006, and Homeland Security Presidential Directive (HSPD) -5 “Management of Domestic Incidents” require DHS to establish a process to maintain and refine the NIMS document. To this end, FEMA’s National Integration Center was established to support this process; ensuring the NIMS remains current and consistent with public law, national policy, emergency management best practices and lessons learned from incidents or planned events, planning initiatives, training, and exercises.

Consistent with this guidance, the National Integration Center is leading the National effort to update the NIMS. Engagement with the Whole Community is critical to ensuring that a national perspective is reflected in the resulting update. The Sub Campaign topics presented below are for the Whole Community to consider and provide input on. This input will be used to guide the NIMS update.

We welcome your thoughts and ideas on the following topics addressing the NIMS relationship to the National Preparedness System:

Incorporating Emerging National Preparedness Doctrine

Emerging National Preparedness doctrine, to include the National Preparedness System, Mission Area Frameworks and associated Federal Interagency Operations Plans (FIOPs) should be incorporated into the NIMS. For example, the NIMS should include discussion on:

Its role and relationship with the National Preparedness System

The National Frameworks for Prevention, Protection, Mitigation, Response, and Recovery and how the NIMS is integrated with these

Its role in the FIOPs, which outline the Federal government’s concept of operations for each of the five mission areas

Please share your ideas on how to reflect this emerging doctrine within the NIMS.

Incorporating Risk Management Concepts

The National Preparedness System is a risk-driven, capabilities-based approach to building, sustaining and delivering core capabilities. The NIMS does not currently include a discussion of risk. Consideration of a community’s risk landscape is critical to planning for effective incident support, coordination, and management. Please share your thoughts on where to include this discussion on risk and what language you think would be appropriate to address desired outcomes, setting capability targets, and estimating resource requirements needed to deliver core capabilities and the strategic planning to sustain, build, and deliver them in a unified manner (i.e. mutual aid).

The Relationship between ‘Mission Areas’ and NIMS

Brief descriptions of the mission areas and how they interact across the national preparedness spectrum, to include incident support, coordination, and management will be helpful in defining the role of the NIMS in the broader context of preparedness. Please share your ideas on how the mission areas align with the current components of the NIMS and whether components need to be added or strengthened to accurately and fully address the national preparedness spectrum across all five mission areas defined by the National Preparedness Goal (prevention, protection, mitigation, response, and recovery).

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

We welcome your thoughts and ideas on the following topics, which address including Whole Community concepts in the NIMS:

Planning for Access and Functional Needs

During an incident or disaster, individuals may have differing needs. These needs should be taken into account when planning for and implementing incident response. Please share your thoughts on how to expand the NIMS to include the roles and responsibilities associated with helping individuals with access and functional needs during an incident, particularly through relationships with non-traditional stakeholders necessary to address the needs of individuals.

“Implementing and Sustaining the NIMS”- Making it relevant to the Whole Community

Currently, the NIMS does not include a discussion on preparedness across the whole community. However, recent preparedness initiatives bring whole community to the forefront of emergency management discussions. Please share your ideas on the benefits of whole community planning, training, exercising, evaluation and corrective actions to build and enhance preparedness.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

We welcome your thoughts and ideas on the following topics, which address expanding the discussion on national mutual aid in the NIMS:

Aligning Resource Typing with Core Capabilities

The NIMS currently identifies 16 categories as an example for national resource typing. The National Preparedness Goal identifies 31 core capabilities across 5 mission areas. Please share your thoughts on how best to align resource typing with the core capabilities for each mission area as identified in the National Preparedness Goal.

Effective and timely national mutual aid network

Mutual Aid doctrine should be aligned with ongoing National Preparedness efforts; ensuring consistency with the National Preparedness Goal (NPG) and National Preparedness System (NPS). It will assist local, state, regional, tribal, federal governments and agencies as well as the private sector and NGO’s with developing their capabilities and resources requirements for prevention, protection, mitigation, response, and recovery; for pre-planned events or incidents.

National Mutual Aid should:

Enhance the National Preparedness System by assisting stakeholders with their mutual aid planning, validating their mutual aid needs, acquiring resources, the delivery of the resources, and sustaining capabilities throughout the resource management cycle while maintaining a robust mutual aid network.

Guide stakeholders on how to obtain the resources

Advocate the sharing of resources to fill shortfalls

Support and promote interoperability of technology for identifying/ requesting/ mobilizing/ tracking/ demobilizing/ reimbursement of and replenishment of resources across all communities of practice.

Not obstruct or affect any existing mutual aid pacts or agreements, and will emphasize keeping mutual aid plans and agreements current to meet organizational capability requirements.

Please share your ideas on how to align the doctrines of National Preparedness (NPG, NPS, etc.) and mutual aid – as outlined in the NIMS.

Guidance for Managing Volunteers

The updated NIMS should expand current guidance on managing volunteers, and include guidance on working with other non-traditional stakeholders. Please share your thoughts on how volunteer management should be expanded in the NIMS as well as what guidance would be helpful for you in working with other non-traditional stakeholders.

Role of Whole Community Partners in Resource Management Activities

Currently, the NIMS description of resource management does not adequately include the private sector, non-governmental organizations, and other whole community partners. Together, the whole community is likely to have access to resources and capabilities above and beyond those typically available to government organizations. As such, the emergency management community should consider resources and capabilities across the whole community. The updated NIMS should include language on the importance of including the whole community in the identification and assessment of risk, subsequent capability estimation, associated resource typing and allocation, developing mutual aid agreements, and developing strategies to sustain, build, and deliver core capabilities. Please share your ideas on how to fully and accurately address the resources and capabilities across the whole community.

Guidance on Credentialing

Expanding the discussion on credentialing to provide guidance to government jurisdictions nationwide on how to offer the private sector consistent credentialing and access and waivers across jurisdictional lines in support of a disaster. Please share your thoughts on what the best approach is for addressing credentialing across the whole community.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

The current NIMS provides significant doctrine on the Incident Command System (ICS), which addresses command and management issues, but relatively little on incident support, unified coordinating structures and multi-agency coordination. The inclusion of coordination language would strengthen the scalability and flexibility of the NIMS to address national-level coordination as well as command and management for a large scale, complex, or catastrophic incident. Please share your ideas on how to expand the NIMS to incorporate the coordination and management required for large scale, complex and catastrophic incidents.

Including the Private Sector and other Non-Governmental Stakeholders in Incident Management

The NIMS language on Command Authority, Unified Command, and Area Command is currently geared toward government participants in Unified Command. However, Unified Command is a structure that should use a whole community approach. Please share your thoughts on best practices for non-government participants in the Unified Command.

Including the Private Sector and other Non-Governmental Stakeholders in Incident Support & Coordination

The NIMS language on incident support and coordination is currently geared toward government participants in multiagency coordination systems (MACS) and other multiagency coordination environments such as the Emergency Operation Center (EOC). This discussion should be expanded to include the role of private sector and other non-governmental stakeholders in coordination structures including: the Mitigation Framework Leadership Group (MitFLG); Emergency Support Function Leadership Group (ESFLG); Recovery Support Function Leadership Group (RSFLG); Critical Infrastructure and Key Resources (CIKR) sectors; and Business Emergency Operations Centers (BEOC). Please share your ideas on how best to include private sector and non-governmental stakeholders within NIMS coordination structures.

Public/Private Relationships in Preparing for and Responding to Incidents

The NIMS currently includes language on the importance of pre-disaster and mutual aid agreements to meeting resource requirements and managing incidents. However, indications from the NIC’s initial literature review and research indicate that informal relationships are also important during a disaster. Developing relationships with local non-governmental organizations, private sector representatives, and other groups such as those formed during preparedness activities or through inclusion in coordinating structures like the Mitigation Framework Leadership Group (MitFLG) can be highly valuable. Please share your thoughts on establishing public-private relationships concerning incident management and what guidance would be helpful in achieving these partnerships.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

We welcome your thoughts and ideas on the following topics, which address inclusion of language discussing the use of technology into the NIMS:

The Use and Importance of Social Media

The NIMS does not include language addressing the use or importance of social media or other crowd-sourced communications pathways during an incident. Social media can be used to inform and enhance situational awareness as well as inform the public during an incident. Please share your ideas on the benefits of social media, before, during, and after an incident as a means of gathering situational awareness and disseminating actionable information to the public.

Decision support tools, GIS and other technologies are widely used to support a variety of disaster management activities to include situational awareness, visualization and information analysis that transforms data into actionable information that informs preparedness and disaster operations across the five mission areas. The NIMS update should incorporate decision support and geographic information systems (GIS) concepts and best practices, including common location language, into the incident support, coordination, and management components of the NIMS. Please share your ideas on how the technologies listed above and their impact incident management should be reflected in the NIMS.

Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!

We welcome your thoughts and ideas on the following topic, which address improving emergency communications:

Guidance Related to Information Security

Currently, the NIMS discussion of information security is limited to the need for appropriate security measures. However, the need for appropriate security measures may also restrict information that can be valuable to the public. Please share your thoughts on what guidance the NIMS should offer concerning the protection and distribution on information.

Please feel free to comment on or discuss this topic. We look forward to hearing from you!

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Risk Mapping, Assessment and Planning (Risk MAP) Market Research

FEMA’s Federal Insurance & Mitigation Administration (FIMA) manages the National Flood Insurance Program (NFIP), the cornerstone of the nation’s strategy for preparing communities for flood disaster. (Learn more about flood insurance at http://www.floodsmart.gov.) NFIP was created to reduce flood damage by identifying risks, encouraging sound floodplain management, and providing a mechanism for the public to insure their investments. FEMA and its governmental partners provide flood hazard data and maps to support flood insurance and floodplain management activities.

To leverage the successes of previous programs and further enhance the usability and value of flood hazard mapping, FEMA developed the Risk Mapping, Assessment and Planning (Risk MAP) program. Risk MAP combines flood hazard mapping, risk assessment tools and Hazard Mitigation Planning into one program. This integrated program encourages beneficial partnerships and innovative uses of flood hazard and risk assessment data in order to minimize flood loss and build more resilient communities.

While the focus of Risk MAP is on flood hazard identification, risk assessment, and mitigation, working with communities to help them increase their resilience from all natural hazards is also a goal of the program. Reducing risk to people and property from natural hazards and reducing a community’s long-term vulnerability may present additional opportunities that the community can leverage to create a safer tomorrow.

FEMA is conducting Market Research in preparation of procuring the next Production & Technical Services (PTS) contracts and is investigating new Community Engagement and Risk Communication (CERC) options. Specifically, FEMA is interested in ideas to improve the day-to-day design, execution and management of CERC campaigns, products and services to encourage our nation’s communities to increase awareness and take action to reduce the risk of loss of life and property from floods and natural other hazards. In addition, FEMA is looking at ways to leverage technology to increase efficiency, cost effectiveness and usability in its products and services.

We welcome your thoughts, ideas, or suggestions on any or all of the following topics:

Community Engagement and Risk Communication through Risk MAP is vital for the future success of the program in working with communities to be aware and understand their risk and taking actions that reduce those risks to create more resilient communities. Community Engagement brings together the right to understand the community, their needs and capabilities, and provides opportunities where FEMA can help them towards advancing the actions that reduce their risks.

FEMA is considering incorporating community engagement and consultation when working with communities to better understand what they need in order to implement risk reduction and provide flood maps where there is a true need. Tell us how we could successfully accomplish this and who might be involved to help facilitate the community engagement as well as potential contract structures to best support these efforts.

FEMA processes updates and revisions to the Flood Insurance Rate Maps for the National Flood Insurance Program. FEMA’s statutory and regulatory authorities provide specific administrative requirements for map updates and revisions, but FEMA welcomes suggestions for improving the delivery of its program services and products. Please share your thoughts on how we could deliver these products more efficiently and in a more time effective manner.

The processing of Letters of Map Change is also an area where FEMA is committed to finding new ways to use technology to help the Agency reduce the time to process requests while maintaining the quality of the products. Please share your ideas on ways to make the process easier and more accessible without sacrificing quality.

FEMA is charged with producing and maintaining the Flood Hazard Information to support the National Flood Insurance Program. FEMA, through the Risk MAP Program, also produces other products to help increase risk awareness and lead to actions that reduce risk across the Nation. The Risk MAP Program seeks to advance actions by working with States, tribes, and local communities to identify potential mitigation actions they can take to reduce risks, delivering products such as risk assessment information to the community to help them better understand and manage their risks.

Please share ideas on making the Flood Mapping development as well as the creation of the other Risk MAP Products more efficient and streamlined including ways to identify and utilize the best available data for every community and have that data available for awareness, risk assessment, and risk management decision making.

As FEMA works to become more efficient, enhance the products and services of the Risk MAP Program and better support communities to reduce their risks to life and property, we would like to identify new strategies that we might consider in making the program stronger. Share your thoughts on challenges you see for the Risk MAP Program and your suggested solutions.

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Taking Action: Creating Model Emergency Management Plans

As part of his plan to reduce gun violence, on January 16th the President directed the Departments of Homeland Security, Education, Health and Human Services and Justice to create model emergency management plans for schools, institutions of higher education, and houses of worship. As part of that effort, these agencies are seeking input on what should be included in these plans and how students and staff can best be trained to follow them.
Please share your ideas on what a school, institution of higher education, or house of worship should consider when developing and implementing a comprehensive emergency management plan, including ways the institution could involve the community or other stakeholders in drafting the plan; key issues the plan should address or that agencies should consider as they develop model plans; best practices for training staff, students and users of a facility to follow a plan; as well as best practices for how communities may plan to effectively recover from an incident.
Your ideas will help us understand what works best in your community—and how others could learn from your success. Together, we can make the nation more resilient and secure.
This campaign will be open for new ideas, comments and votes until March 22.

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Procedures to Request Emergency and Major Disaster Declarations

The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) authorizes the President to make certain Federal assistance available to support state, local, tribal and territorial efforts to respond to and recover from a disaster. The President makes disaster assistance available after he declares that an emergency or major disaster has occurred and that Federal assistance is needed to supplement state and local government resources. In the past, the Stafford Act allowed only the Governor of a State to make a request for a declaration by the President for an emergency or major disaster.

On Tuesday, January 29, 2013, President Obama signed the Sandy Recovery Improvement Act of 2013, which includes a provision amending the Stafford Act to provide federally recognized Indian tribal governments form the option to make a request directly to the President for a Federal emergency or major disaster declaration, or to seek assistance, as they do presently, under a declaration for a State.

Specifically, the amendment permits the “Chief Executive” of an “affected Indian tribal government” to submit a request for a declaration to the President that a major disaster or emergency exists consistent with the requirements listed in Stafford Act section 401 (major disasters) and 501 (emergencies). The amendment also stipulates that an Indian tribal government may be eligible to receive assistance through a declaration made by the President at the request of a State, so long as the Indian tribal government does not receive a separate declaration from the President for the same incident.

In addition to this collaboration site, comments will be received by April 22, 2013 through the Federal Register Notice process identified by Docket ID FEMA-2013-0006 Document Number 2013-05391 at http://federalregister.gov/a/2013-05391 and may be submitted by one of the following methods:

Below you will find an explanation of the current regulatory requirements (located in Title 44 of the Code of Federal Regulations) for a Governor’s request for an emergency or major disaster declaration and the factors FEMA uses to make a recommendation to the President about whether supplemental Federal assistance is needed. These regulations are currently framed with respect to States.

As an initial step in consultation with Indian tribal governments and outreach to other stakeholders, FEMA asks Indian tribal governments for their thoughts and comments on how these requirements and factors may or may not be appropriate as applied to requests from Indian tribal governments during the pilot program. The input provided will inform the development of the pilot program to process declaration requests from Indian tribal governments.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

Stafford Act assistance is intended to supplement State and local resources. States must establish in their requests that the event is of such severity and magnitude that effective response is beyond the capabilities of the State and the affected local governments. (42 U.S.C. 5121(2))

Emergency Declarations:

Emergency Declarations are to supplement efforts in providing short-term emergency services, such as the protection of lives, property, public health, and safety, or to lessen or avert the threat of a catastrophe. (42 U.S.C. 5191)

Major Disaster Declaration:

A major disaster declaration may provide a wide range of Federal assistance programs for individuals and public infrastructure, including funds for both emergency and permanent work. (42 U.S.C. 5170)

Types of FEMA disaster assistance that may be made available by major disaster declarations:

Public Assistance - Assistance to State, Indian tribal and local governments and certain private nonprofit organizations for emergency work and the repair or replacement of disaster-damaged facilities. (More information can be found at: www.fema.gov/public-assistance-local-state-tribal-and-non-profit) (42 U.S.C. 5170b and 5172); and

Hazard Mitigation Assistance - Assistance to State and local governments and certain private nonprofit organizations for actions taken to prevent or reduce long term risk to life and property from natural hazards. (More information can be found at www.fema.gov/hazard-mitigation-assistance) (42 U.S.C. 5170c).

Preliminary Damage Assessments

In support of requests for a major disaster declaration, Preliminary Damage Assessments (PDAs) are conducted to estimate the extent of the disaster and its impact on individuals and public facilities. A PDA is not required for an emergency declaration request. The PDA team may be comprised of personnel from FEMA, the State’s emergency management agency, Territorial, Indian tribal and affected local government officials and other Federal agencies (e.g., the U.S. Small Business Administration). The team’s work begins with assessing the emergency costs incurred by the units of government, the uninsured damage to public facilities, and the impacts on individuals’ lives, homes and businesses. This information is included in the Governor’s request to the President.

Requirements for Submitting Declaration Requests

Governors submit declaration requests to the President through the appropriate FEMA Regional Administrator. The Stafford Act requires a Governor of an affected State to base his/her declaration request on the finding that the disaster is of such severity and magnitude that effective response is beyond the capabilities of the State and the affected local governments and that Federal assistance is necessary. The Governor must also take appropriate response action under State law, direct execution of the State’s emergency plan, have or will commit resources to alleviate the results for the disaster, and certify that the State will comply with all cost sharing requirements.

In order for FEMA to make Public Assistance, Individual Assistance, and Hazard Mitigation available to eligible areas, Governors must have the following agreements and/or plans:

Within 72 hours of a disaster declaration, a State may submit modifications of the Administrative Plan. (44 CFR 206.120(e))

States and local governments must comply with the “Uniform Requirements for Grants and Cooperative Agreements to State and Local Governments.” (44 CFR Part 13)

FEMA would like to have your feedback on whether there are circumstances that may prevent a Chief Executive of an Indian tribal government from complying with these current requirements and processes for the declaration requests during the pilot program.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

The Federal Assistance to Individuals and Households Program (IHP) (44 CFR 206.110-206.120) provides financial assistance, such as funding to repair damaged homes or replacement of household items, and if necessary, direct assistance to eligible individuals and households. IHP is intended to help disaster-impacted individuals and households who have uninsured or under-insured housing and other needs and are unable to meet such expenses or needs through other means.

Housing Assistance under IHP is administered directly by FEMA. However, the delivery of Other Needs Assistance (ONA) under IHP is contingent upon the State choosing an ONA Administrative Option. The State may either request FEMA to administer ONA or they may request a grant so they can administer ONA. Currently, most States opt to have FEMA administer ONA instead of choosing to administer it themselves. In order for eligible disaster survivors to receive assistance for clothing, personal property, transportation and other non-housing related needs, States must select an option for administering ONA.

FEMA would like your thoughts on whether there are circumstances that may prevent a Chief Executive of an Indian tribal government from selecting an ONA Administrative Option during the pilot program. In addition, FEMA welcomes comments on the ability of an Indian tribal government to administer ONA on its own.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

The Stafford Act requires Indian tribal governments to have a FEMA-approved mitigation plan as a condition of receipt of hazard mitigation assistance (42 U.S.C. 5165). Assistance programs impacted include Public Assistance Categories C-G and the Hazard Mitigation Grant Program. The State or Tribal Mitigation Plan outlines processes for identifying the natural hazards, risks, and vulnerabilities of the area, as well as actions to reduce losses from future disasters (44 CFR 201.7).

For States that do not have a FEMA-approved State Mitigation Plan, FEMA allows 30 days from the date of the declaration for the State to submit to FEMA an approved or approvable State Mitigation Plan.

FEMA welcomes your feedback on whether 30 days is an appropriate amount of time for Indian tribal governments to submit an approved or approvable Tribal Mitigation Plan during the pilot program. FEMA also welcomes comments on whether there are circumstances that may prevent an Indian tribal government from submitting a Tribal Mitigation Plan, or a request for an extension within this time.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

FEMA’s regulations require a Governor to submit a request for an emergency or major disaster declaration within 30 days of the date of the incident. FEMA’s regulations allow Governors to request additional time to submit emergency and major disaster declaration requests. The extension request must be submitted within 30 days after the incident and must include a reason for the additional time needed.

FEMA is soliciting thoughts to determine whether 30 days is an appropriate amount of time for the Chief Executive of an Indian tribal government to submit a request or ask for an extension during the pilot program. FEMA welcomes comments on whether there are circumstances that may prevent the Chief Executive of an Indian tribal government from submitting such a request, or a request for an extension within this time.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

The Stafford Act recognizes that primary responsibility for emergency management is at the local level; thus, Stafford Act assistance is intended to be available only as a supplement to other governmental and non-governmental resources. The Act instructs Governors to base their declaration requests on the finding that the disaster is of such severity and magnitude that effective response is beyond the capabilities of the State and the affected local governments and that Federal assistance is necessary. The Stafford Act is not intended to provide assistance for every event that impacts a State or county, so FEMA established evaluation factors based on this principle.

PUBLIC ASSISTANCE PROGRAM REQUEST:

When Governors request that the President declare a major disaster which authorizes Public Assistance, FEMA uses the following criteria to make a recommendation to the President whether assistance is warranted.

Estimated cost of the assistance. For State requests, FEMA evaluates the estimated cost of Federal and non-Federal public assistance against the statewide population, to give some measure of the per capita impact within the State. This provides a sense of proportional impact of on the population of the State. We use a figure of $1.37 per capita (FY13) as an indicator that the disaster is of such size that might warrant Federal assistance (adjusted annually based on the Consumer Price Index).
FEMA would like your opinion on whether the estimated cost of assistance is an appropriate factor to evaluate Indian tribal government requests for Public Assistance during the pilot program. FEMA welcomes comments on whether requests should be evaluated based on per capita, and if not, how Indian tribal government population size should be considered. FEMA also welcomes comments on what considerations FEMA should evaluate in determining the appropriate damage indicators for Indian tribal government requests.

FEMA has also established a minimum of $1 million in public assistance estimated damages per disaster, based on the belief that we can reasonably expect even the least populated States to cover this level of public assistance damage.
FEMA would like your opinion on whether an Indian tribal government can reasonably be expected to cover that level of public assistance damage during the pilot program. FEMA welcomes comments on whether there should be a similar, if lower, minimum threshold applied to Indian tribal government requests. FEMA also welcomes comments on whether such a minimum damage amount should depend on the population of the requesting Indian tribal government, and/or on other information.

Localized impacts. For State requests, FEMA evaluates the impact of the disaster at the county and local government level, as well as the impact on American Indian/Alaska Native (AI/AN) Indian tribal government levels. This is because, at times, there are extraordinary concentrations of damages that might warrant Federal assistance, even if the statewide per capita is not met. This is particularly true in situations where critical facilities are involved, or where localized per capita impacts might be extremely high.

Insurance coverage in force. For State requests, FEMA considers the amount of insurance coverage that is in force, or should have been in force, as required by law and regulation at the time of the disaster.

Hazard Mitigation. For State requests, FEMA also considers the extent to which State and local government measures contributed to the reduction of disaster damages for the disaster under consideration.

Recent multiple disasters. For State requests, FEMA evaluates the 12-month disaster history to better understand the overall impact on the State or locality. FEMA considers declarations under the Stafford Act, as well as declarations made by the Governor, and the extent to which the State has spent its own funds on those disasters.

Programs of other Federal Assistance. For State requests, FEMA also considers the programs of other Federal agencies because at times, their programs of assistance might more appropriately meet the needs created by the disaster.
FEMA would like your opinion on whether these factors (localized impacts, insurance coverage in force, hazard mitigation, recent multiple disasters, and programs of other Federal assistance) are appropriate for the evaluation of Indian tribal government requests for Public Assistance during the pilot program. FEMA also welcomes comments on whether there are additional factors that may be appropriate for FEMA to consider when evaluating the level of impact and tribal capability to respond to and recover from an event for Public Assistance requests from Indian tribal governments.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

The Stafford Act recognizes that primary responsibility for emergency management is at the local level; thus, Stafford Act assistance is intended to be available only as a supplement to other governmental and non-governmental resources. The Act instructs Governors to base their declaration requests on the finding that the disaster is of such severity and magnitude that effective response is beyond the capabilities of the State and the affected local governments and that Federal assistance is necessary. The Stafford Act is not intended to provide assistance for every event that impacts a State or county, so FEMA established evaluation factors based on this principle.

INDIVIDUAL ASSISTANCE PROGRAM REQUEST:

When the Governor of a State requests that the President declare a major disaster that authorizes Individual Assistance, FEMA uses the following criteria to determine whether Federal assistance is needed.

Concentration of damages. For State requests, FEMA evaluates the concentrations of damages to individuals. High concentrations of damages generally indicate a greater need for Federal assistance than widespread and scattered damages throughout a State.

Trauma. FEMA considers the degree of trauma to a State and to communities. Some of the conditions that might cause trauma are:

Large numbers of injuries or deaths;

Large scale disruption of normal community functions and services; and

Emergency needs such as extended or widespread loss of power or water.

Special populations. FEMA considers whether special populations, such as low-income, the elderly, or the unemployed are affected, and whether they may have a greater need for assistance. FEMA also considers the effect on American Indian and Alaskan Native Tribal populations in the event that there are any unique needs for people in these governmental entities.

Voluntary agency assistance. FEMA considers the extent to which voluntary agencies and State or local programs meet the needs of the disaster survivors.

FEMA would like your opinion on whether these Individual Assistance factors are appropriate for FEMA to consider when evaluating an Indian tribal government request for Individual Assistance during the pilot program. FEMA also welcomes comments on whether there are additional factors that may be appropriate for FEMA to consider when evaluating Indian tribal government requests for Individual Assistance.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

After the President declares that an emergency or major disaster exists in a State, areas within the State are designated as eligible for assistance. FEMA’s regulatory definition of “designated area” eligible for assistance under each program (Public Assistance, Individual Assistance, and the Hazard Mitigation Grant Program) is “any emergency or major disaster-affected portion of a State which has been determined eligible for Federal assistance.” (44 CFR 206.2(a)(4)). In practice, FEMA typically identifies counties, parishes, independent cities, and Tribal governments as “designated areas” eligible for assistance.

FEMA would like your opinion on how FEMA should designate Tribal areas eligible for assistance for any or each of the FEMA assistance programs (Public Assistance, Individual Assistance, and the Hazard Mitigation Grant Program) and what FEMA should use as the definition of Tribal lands during the pilot program.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

When a request for an emergency or major disaster declaration is denied, the Governor may appeal the decision. The appeal must be submitted within 30 days of the date of the letter denying the request. The Governor can make only one appeal. The Governor should include in the appeal additional information which supports his/her request for supplemental Federal assistance. When certain areas that were requested by the Governor are not designated, the Governor or Governor’s Authorized Representative may appeal the decision. The appeal must be submitted within 30 days of the date of the letter denying the request. The Governor has only one appeal. The Governor or the Governor’s Authorized Representative should include in the appeal additional information which supports his/her request.

FEMA would like your feedback on whether this same appeal process would be appropriate for Tribal requests during the pilot program.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

FEMA will recommend the President adjust the Federal cost share from 75-percent to not more than 90 percent when actual Federal obligations under the Stafford Act meet or exceed $133 (2013) per capita of State population. When recommending a cost share adjustment to the President, FEMA also considers the impact of major disaster declarations in the State during the previous 12-months.

If warranted by the needs of the disaster, FEMA may recommend up to 100 percent Federal funding for emergency work under section 403 of the Stafford Act (essential assistance) and section 407 of the Stafford Act (debris removal), including direct Federal assistance, for a limited time in the initial days of the disaster irrespective of the per capita impact.

FEMA would like your opinion on whether the per capita threshold used for States would be appropriate for evaluating whether to recommend a cost share adjustment for Tribal declarations during the pilot program. FEMA also welcomes comments on what other factors may be appropriate for FEMA to consider when evaluating potential cost share adjustments for Tribal declarations.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

Once the President has made a declaration determination (e.g., emergency, major disaster, denial), the Regional Administrator will notify the Governor as well as other Federal agencies and other interested parties.

FEMA would like your feedback on how FEMA can ensure that all interested parties, including the Governors of affected States, the Chief Executive of affected Indian tribal governments, and other Federal agencies are properly notified and informed regarding declaration requests and determinations during the pilot program.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

Disaster Unemployment Assistance (DUA) (44 CFR 206.141 and 20 CFR 625) provides unemployment benefits and re-employment services to individuals who have become unemployed as a result of a major disaster and who are not eligible for regular State Unemployment Insurance (UI). FEMA has delegated to the Secretary of Labor the responsibility of administering the DUA program and payment of DUA benefit assistance.

Under the current program regulations, applicants are required to first apply and exhaust UI through the State workforce agency. Levels of UI are based on State formulas, which may be different for each State.

FEMA would like your feedback on an Indian tribal government’s ability to administer DUA and the use of State workforce agency to apply for regular UI in the absence of a tribal equivalent of a workforce agency during the pilot program.

FEMA welcomes comments on any or all of the topics addressed below in the manner you prefer. Comments are also welcomed on any other issues that may not be covered in the below topics.

Disaster Legal Services (DLS) (44 CFR 206.164) provides legal assistance to low‐income individuals who, prior to or as a result of the disaster, are unable to secure legal services adequate to meet their disaster‐related needs. These services are typically provided to survivors through an agreement with the Young Lawyers Division of the American Bar Association.

FEMA is soliciting comments on the current access to legal services during disasters, if Indian tribal governments have a relationship with the Young Lawyers Division of the American Bar Association, and/or restrictions on who can provide legal advice to tribal members during the pilot program.

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FEMA Grants

On February 13th the Fiscal Year (FY) 2013 President’s Budget was announced introducing the National Preparedness Grant Program (NPGP); this program seeks to sustain and continue to build on existing capabilities to create a national robust capacity based on cross-jurisdictional and readily deployable state and local assets. In accordance with the President’s Budget for Fiscal Year 2013, and Secretary Napolitano’s expectations within the Department of Homeland Security during the current fiscal environment, FEMA’s FY 2013 budget reflects the Agency’s priorities as we manage existing resources, reduce redundancies, enhance efficiencies, and focus on the programs that help FEMA fulfill its crucial emergency management role for the Nation. FEMA’s proposed FY2013 budget reflects the appropriate balance of enabling FEMA to fulfill its mission while reducing spending in several areas as well as highlighting program efficiency and innovative thinking. Regardless of potential budget limitations in the future, FEMA will continue to fulfill our most important mission to support our citizens and first responders.

The NPGP will require grantees to develop and sustain core capabilities outlined in the National Preparedness Goal rather than work to meet mandates within individual, and often disconnected, grant programs. NPGP will also focus on creating a robust national response capacity based on cross-jurisdictional and readily deployable state and local assets.

FEMA recognizes that the best solutions are generated by the people and the communities who are active participants in the preparedness grants. It is essential that stakeholders actively participate in thought-provoking discussions on the implementation of NPGP, which is why we are asking state, territorial, local, and tribal governments, the private sector, non-governmental and faith-based organizations, access and functional needs community, and others for their input on how to implement the proposed FY13 NPGP.

FEMA wants to hear your ideas and suggestions, to explore concerns as well as thoughts on how to move forward with this new grant program.

Strategic Foresight Initiative

The Strategic Foresight Initiative (SFI) is a transformative, community-wide effort to create an enduring foresight capability. It is intended to advance strategic planning and thinking about the future, to prepare the emergency management community both for emerging challenges and for the key opportunities presented by our changing environment. Its core focus is to understand the factors driving change in our world, and to analyze how they will impact the emergency management field in the United States over the next 20 years. Fundamentally, the SFI seeks two outcomes: (1) an emergency management community prepared for whatever challenges the future holds; and (2) a common sense of direction and urgency, to drive action toward meeting our shared future needs—starting today. Achieving these objectives will require ongoing conversations among diverse stakeholders, the creation of a common sense of awareness, and leadership throughout the community to make the needed changes to prepare our Nation for the future.

FEMA is only one member of the emergency management community. Therefore, to expand our community’s exposure to and understanding of the challenges and opportunities facing us, the SFI engages all levels of government, non-profits, businesses and individuals. This forum provides an opportunity to provide input on the challenges and opportunities the future holds for emergency and disaster management. Your ideas will help shape the future work of the SFI.

The SFI adopted a rigorous approach to thinking about future needs for emergency management. The Crisis Response and Disaster Resilience 2030 report represents the most comprehensive analysis to date of the future outlook facing those in our community of practice.

We are providing three discussion topics – highlighted in section III of the Crisis Response and Disaster Resilience 2030 Report - for you to contribute and share your ideas with the emergency management community.

We welcome your thoughts and ideas on the following topics to address the five strategic needs identified within the Essential Capabilities category:

Actions currently under way

Other actions that could be under way

Challenges we face in implementing actions

Potential solutions to address the challenges we face in implementing actions

The five strategic needs identified under this category include the following:

Develop emergency management capabilities to address dynamic and unprecedented shifts in local and regional population characteristics and migratory flows.

Practice omni-directional knowledge sharing.

Infuse emergency management principles and life skills across the entire educational experience to empower individuals to assume more responsibility.

Build a shared vision for the emergency management community of the future and a culture that embraces forward thinking to anticipate emerging challenges and develops appropriate plans and contingencies.

FEMA’s Strategic Foresight Initiative (SFI) is a transformative, community-wide effort to create an enduring foresight capability. The goal of SFI is to advance strategic planning and thinking about the future. The intent is to prepare the emergency management community for new challenges and opportunities presented by our changing environment.

The SFI report Crisis and Disaster Resilience 2030 focused on a deep analysis of future emergency management needs. The more recent document Toward More Resilient Futures: Putting Foresight Into Practiceshifts the focus from theory towards practice. This document is intended to demonstrate the value of strategic foresight, inspire new thinking, and highlight the contributions of members of the Whole Community who are currently taking forward-leaning action to enhance disaster resilience.

On this IdeaScale page, we would like to invite you to contribute your suggestions for individuals, organizations, or projects that in some way address any of the 15 SFI Strategic Needs (found on pages 13-23 of the 2030 report or page 40 of the Toward More Resilient Futures report). These “needs” were developed during a scenario planning workshop where alternative future worlds were considered by a wide spectrum of disaster management professionals. The strategic needs represent the approaches, tools, and partnerships required to build resilience in the context of these multiple hypothetical futures.

We appreciate your efforts to help us locate, spotlight, and learn from the stories of those who are thinking ahead and building resilience now. In your post, please describe why you believe their work fulfills one or multiple SFI Strategic Needs.

To learn more about SFI and to read additional research materials, we encourage you to visit our website.

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The Whole Community: Preparing for the Unthinkable

In our nation’s effort to increase preparedness for every conceivable hazard, our biggest strength starts with you: Every individual and every organization has an important role in making our communities –and the nation as a whole –more resilient. In policy terms, we are taking a “Whole Community” approach to national preparedness. What that means in plain language is that we are actively working together with individuals, businesses, community- and faith-based organizations, schools, tribes and all levels of government to improve preparedness. In fact, the President signed Presidential Policy Directive 8/PPD-8: National Preparedness in March 2011, asking all of us to work together on this issue.

Help us Plan for the Unthinkable

Response
Response is focused on ensuring that the nation is able to respond effectively to any threat or hazard, including disasters that have ripple effects into other areas. We place an emphasis on saving and sustaining lives and stabilizing the incident, as well as meeting basic human needs as quickly as possible, restoring basic services and community functions, establishing a safe and secure environment, and supporting the transition to recovery.

The MetaScenario
Although we plan for all types of emergencies year around, we are taking this up a notch to challenge not just FEMA and its government partners – but the nation as a whole. The challenge is to find ever more innovative ways to fulfill critical needs when all of the usual and expected methods are unavailable. To do this, we are using what we call a “MetaScenario.”
A MetaScenario is an event or combination of events so large that it seems almost inconceivable. In terms of numbers, this would be a disaster that affects millions of people, with hundreds of thousands of deaths and injuries across a range of multiple states.

Sample MetaScenario
A Category 5 hurricane on the scale of Hurricane Andrew is fast approaching southern Florida, forcing mass evacuations in preparation for landfall. Even as the state takes its normal actions, hospitals across Florida and surrounding states are reporting unusually high numbers of patients exhibiting symptoms of a fatal and fast-spreading illness of unknown origin. Compounding both of these issues is a large population of non-English speaking residents and large elderly and disabled community. Clearly, both the pending hurricane and the rapidly spreading illness are critical priorities. All hospitals are full or in the hurricane path. Forty percent or more of the first responders are, or soon will, exhibit signs of illness, further weakening the resources typically used to help and further taxing the system. As the hurricane makes landfall, 7 million people across Florida are in an evacuation zone. Over 190,000 people are dead from the mystery illness, which is now believed to be food-born and not contagious, but still the source is unknown. Another 265,000 are requiring immediate medical attention. Furthermore, transportation workers, utility workers, and other key response workers are among those impacted by the illness, and are unable to keep up with power outages and other infrastructure failures.

Campaigns

The campaigns below are designed to stimulate creative, out-of-the box thinking. After reading the sample MetaScenario above, tell us how you think the private sector could help fulfill urgent needs listed below. We welcome your thoughts, ideas, or suggestions on any or all of the following topics:

Sample MetaScenario: A Category 5 hurricane on the scale of Hurricane Andrew is fast approaching southern Florida, forcing mass evacuations in preparation for landfall. Even as the state takes its normal actions, hospitals across Florida and surrounding states are reporting unusually high numbers of patients exhibiting symptoms of a fatal and fast-spreading illness of unknown origin. Compounding both of these issues is a large population of non-English speaking residents and large elderly and disabled community. Clearly, both the pending hurricane and the rapidly spreading illness are critical priorities. All hospitals are full or in the hurricane path. Forty percent or more of the first responders are, or soon will, exhibit signs of illness, further weakening the resources typically used to help and further taxing the system. As the hurricane makes landfall, 7 million people across Florida are in an evacuation zone. Over 190,000 people are dead from the mystery illness, which is now believed to be food-born and not contagious, but still the source is unknown. Another 265,000 are requiring immediate medical attention. Furthermore, transportation workers, utility workers, and other key response workers are among those impacted by the illness, and are unable to keep up with power outages and other infrastructure failures.

Communications: After reading the above scenario, tell us how you think the private sector could find new and innovative ways to restore the ability to communicate essential information among responders and survivors in the impacted area within the first 72 hours, assuming that typical communications – such as phone lines, cell towers, and satellites, are out of service, intermittent, or overwhelmed.

Sample MetaScenario: A Category 5 hurricane on the scale of Hurricane Andrew is fast approaching southern Florida, forcing mass evacuations in preparation for landfall. Even as the state takes its normal actions, hospitals across Florida and surrounding states are reporting unusually high numbers of patients exhibiting symptoms of a fatal and fast-spreading illness of unknown origin. Compounding both of these issues is a large population of non-English speaking residents and large elderly and disabled community. Clearly, both the pending hurricane and the rapidly spreading illness are critical priorities. All hospitals are full or in the hurricane path. Forty percent or more of the first responders are, or soon will, exhibit signs of illness, further weakening the resources typically used to help and further taxing the system. As the hurricane makes landfall, 7 million people across Florida are in an evacuation zone. Over 190,000 people are dead from the mystery illness, which is now believed to be food-born and not contagious, but still the source is unknown. Another 265,000 are requiring immediate medical attention. Furthermore, transportation workers, utility workers, and other key response workers are among those impacted by the illness, and are unable to keep up with power outages and other infrastructure failures.

Medical Response: After reading the above scenario, tell us how you think the private sector could support a rapid and widespread medical response in the first 72 hours, assuming all hospitals are full and healthcare professionals are beyond their capacity. Examples of how the government can work with the private sector to establish a more effective national capability to treat, stabilize, and provide for 265,000 casualties of this or another catastrophic event.

Sample MetaScenario: A Category 5 hurricane on the scale of Hurricane Andrew is fast approaching southern Florida, forcing mass evacuations in preparation for landfall. Even as the state takes its normal actions, hospitals across Florida and surrounding states are reporting unusually high numbers of patients exhibiting symptoms of a fatal and fast-spreading illness of unknown origin. Compounding both of these issues is a large population of non-English speaking residents and large elderly and disabled community. Clearly, both the pending hurricane and the rapidly spreading illness are critical priorities. All hospitals are full or in the hurricane path. Forty percent or more of the first responders are, or soon will, exhibit signs of illness, further weakening the resources typically used to help and further taxing the system. As the hurricane makes landfall, 7 million people across Florida are in an evacuation zone. Over 190,000 people are dead from the mystery illness, which is now believed to be food-born and not contagious, but still the source is unknown. Another 265,000 are requiring immediate medical attention. Furthermore, transportation workers, utility workers, and other key response workers are among those impacted by the illness, and are unable to keep up with power outages and other infrastructure failures.

Search and Rescue: After reading the above scenario, tell us how you think the private sector can find creative ways to more fully and rapidly involve the private sector in support of mass scale search and rescue operations in the first 72 hours, on the assumption that emergency responders are beyond their capacity.

Sample MetaScenario: A Category 5 hurricane on the scale of Hurricane Andrew is fast approaching southern Florida, forcing mass evacuations in preparation for landfall. Even as the state takes its normal actions, hospitals across Florida and surrounding states are reporting unusually high numbers of patients exhibiting symptoms of a fatal and fast-spreading illness of unknown origin. Compounding both of these issues is a large population of non-English speaking residents and large elderly and disabled community. Clearly, both the pending hurricane and the rapidly spreading illness are critical priorities. All hospitals are full or in the hurricane path. Forty percent or more of the first responders are, or soon will, exhibit signs of illness, further weakening the resources typically used to help and further taxing the system. As the hurricane makes landfall, 7 million people across Florida are in an evacuation zone. Over 190,000 people are dead from the mystery illness, which is now believed to be food-born and not contagious, but still the source is unknown. Another 265,000 are requiring immediate medical attention. Furthermore, transportation workers, utility workers, and other key response workers are among those impacted by the illness, and are unable to keep up with power outages and other infrastructure failures.

Resource Distribution: After reading the above scenario, tell us how you think the private sector can find ways to draw on private sector capabilities and expertise to help establish a more effective national logistics capability to move and distribute all the material and supplies needed to meet the needs of 1.5 million disaster survivors within the first 72 hours of a response.

Sample MetaScenario: A Category 5 hurricane on the scale of Hurricane Andrew is fast approaching southern Florida, forcing mass evacuations in preparation for landfall. Even as the state takes its normal actions, hospitals across Florida and surrounding states are reporting unusually high numbers of patients exhibiting symptoms of a fatal and fast-spreading illness of unknown origin. Compounding both of these issues is a large population of non-English speaking residents and large elderly and disabled community. Clearly, both the pending hurricane and the rapidly spreading illness are critical priorities. All hospitals are full or in the hurricane path. Forty percent or more of the first responders are, or soon will, exhibit signs of illness, further weakening the resources typically used to help and further taxing the system. As the hurricane makes landfall, 7 million people across Florida are in an evacuation zone. Over 190,000 people are dead from the mystery illness, which is now believed to be food-born and not contagious, but still the source is unknown. Another 265,000 are requiring immediate medical attention. Furthermore, transportation workers, utility workers, and other key response workers are among those impacted by the illness, and are unable to keep up with power outages and other infrastructure failures.

Data Sharing: After reading the above scenario, tell us how you think the private sector can find ways the private sector can contribute to data integration and delivery of geospatial, social networking, and crowd-sourcing informed technologies to create a clearer, more accurate view of the event impact.

The FEMA Think Tank

Editor’s note: this topic will close on Wednesday, August 27. Thank you to everyone who participated.

FEMA wants to hear your ideas and suggestions on how to improve the emergency management system at all levels. We recognize that the best solutions to the challenges we all face are generated by the people and the communities who are closest to these challenges. That is why we are asking for input on a variety of emergency management issues, such as how as we prepare for, respond to, recover from, or mitigate against all types of disasters.

Submit your own ideas, comment on others, or participate in conversations that will help to generate creative ideas.